The New York Police Department’s Policing Style

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The New York Police Department is one of the most progressive police departments throughout the world. It is the largest police department in the United States and is responsible for the policing of over 8 million citizens. Policing proves to be very vital for this city especially in light of the fact that it is the 13^th largest city in the world and the single largest city in the United States (U.S. Census Bureau, 2007). In light of this, policing is extremely complicated, involves the coordinated efforts of many different factions within the department and requires a clear and concise policing strategy which relies heavily on the use of technology.

One of the most poignant aspects of the policing of the NYPD involves the ability to gather crime related information, disseminate this information and act on it in an expeditious manner. Much of the policing strategy within the NYPD is one that is driven by fear (Silverman and Della-Giustina 2001).

At the heart of the NYPD’s policing strategy is its dedication to publicizing its efforts in fighting crime. In so doing, each initiative undertaken has garnered media publicity. Mayor Giuliani who was the Mayor of New York between the years of 1994 and 2001 along with his hand-picked police commissioner, William Bratton instituted a zero tolerance policy on crime and were assured that this effort was well publicized.

This initiative involved enforcing crime utilizing stringent prison sentences for offenders and was responsible for a 12% decrease in crime rates within New York City as compared to a 2% decrease within the rest of the nation (Grogan, and Proscio 149).

An integral part of the policing strategy is one which involves what many individuals feel constitutes an egregious practice—the practice of profiling in order to apprehend suspects. Profiling is a crime reduction initiative utilized by police departments throughout the United States. This initiative allows police to stop motorists and search their vehicles if there is a “reasonable” suspicion of illegal drugs and/or weapon trafficking. It also allows the police to “stop and frisk” pedestrians if there is a “reasonable” suspicion of illegal activities. This is a perfectly legal practice but it is one that infringes on the civil rights of the individuals in question. This practice is one that proved effective and is currently practiced within the police department (Center for Constitutional Rights 2007).

In an attempt to manage the technological needs of this very large police department, the NYPD has established a strategic partnership with International Business Machines (IBM). The scope of this partnership as delineated by IBM is one which involves the implementation of a real-time Crime Information Warehouse that makes NYPD more proactive in fighting crime (IBM 2006). This was accomplished through a partnership between IBM and its strategic partner, Cognos. This software offers the NYPD the ability to manage the resources within the police force in response to real-time crime data. This system is able to analyze the trends and crime patterns and is able to allow the NYPD to rapidly apprehend suspects while reducing the costs and resources necessary to do so.

CrimeStar also produces a suite of products which is utilized by the NYPD. The NYPD utilizes CrimeStar’s suite of law enforcement organization information systems. The CrimeStar integrated system includes CrimeStar Record Management System (RMS), CrimeStar Computer Aided Dispatch (CAD) and CrimeStar Mobile Digital Communicator (MCD). Utilizing this system, the NYPD is allowed to:

Manage the records within the individual precincts
Dispatch emergency services utilizing a computer aided interface
Manage Jail and inmate custody transactions
Engage in real-time field reporting (CrimeStar n.d.).

Overall, the NYPD utilizes a policing strategy which involves a zero tolerance policy for crime, the extensive publication of its efforts and profiling especially in light of the events of September 11, 2001. These efforts have been instrumental in impacting a drastic decrease in crime within the city especially in the area of violent crimes. Much of this is made possible by the technology utilized within the NYPD. In an effort to manage the massive amount of data, the NYPD utilizes technology products from IBM and Cognos as well as technological solutions from CrimeStar. Utilizing these two technological solutions, the NYPD is able to obtain real-time data which is utilized to develop strategic initiatives to crime reduction as well as rapid response and suspect apprehension.

Works Cited

Center for Constitutional Rights. “CCR Calls NYPD and Report a Distortion of the Facts: NYPD Still Engaging in Racial Profiling” 2007. Web.

CrimeStar. “CrimeStar: Law Enforcement Investigations and Records Management System—Frequently Asked Questions.” n.d. Web.

Grogan, Paul S., and Tony Proscio. Comeback Cities: A Blueprint for Urban Neighborhood Revival. Boulder, CO: Westview Press, 2000. Web.

International Business Machines. “NYPD changes the crime control equation by transforming the way it uses information.” 2007. Web.

Silverman, Eli B., and Jo-Ann Della-Giustina. “Urban Policing and the Fear of Crime.” Urban Studies 38 (2001): 941–957.

U.S. Census Bureau. “Table 1: Population Estimates for the 25 Largest U.S. Cities, 2006. Web.

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The New York Police Department’s Policing Style

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